Organizational learning culture and leader‐member exchange quality

Abstract

PurposeIn this global era every organization aims to retain its key workers through salary, incentives, rewards and recognition. Organizational learning culture and leaders' support are amongst those aspects that have not been focused on extensively by organizations to retain their key employees. The present study aims to investigate the relationship between organizational learning culture, leader‐member exchange quality, organizational commitment and turnover intention.Design/methodology/approachA total of 415 employees working in Malaysian banks were approached on the basis of convenience sampling. Respondents were asked about leader‐member exchange, organizational learning culture, organizational commitment and their intention to leave the organization through a questionnaire‐based survey.FindingsLeader‐member exchange, organizational learning culture and organizational commitment are found to correlate with each other. Furthermore, structural equation modeling confirms that organizational commitment performs the role of mediator between organizational learning culture and turnover intention.Research limitations/implicationsHR managers should know the importance of leaders' support and learning environment, as these affect employees' level of commitment, which ultimately reduces their intentions to leave the organization. Limitations are also discussed.Originality/valueThe current study elucidates the importance of learning culture for both employers and employees. It produces several unique findings and managerial takeaways for building a better organizational environment for employees to learn and stay with the organization.

Learning culture and affective well-being at work: How does the need for individual growth matter in this relationship?

“…The positive linear effect of LCEA on job-related well-being suggests that a culture valuing quality standards, innovation and continuous improvement, as well as the expectations of external stakeholders (namely clients), contributes to workers' experience of positive affects in the workplace. This finding is in line with previous research, which found positive effects of a learning culture on workers' attitudes and feelings, such as job satisfaction (e.g., Egan et al, 2004) or commitment (Islam et al, 2013). Thus, it offers one more piece of empirical evidence that this kind of cultural orientation has positive effects, not only on performance, but also on individuals.…”

“…By contrast, we noticed a lack of research on the consequences of a learning culture on individuals. Despite some previous research about the effects on job satisfaction (e.g., Chang & Lee, 2007;Dekoulou & Trevillas, 2015;Dirani, 2009;Egan, Yang, & Bartlett, 2004) or, for instance, on turnover intention (e.g., Islam, Khan, Ahmad, & Ahmed, 2013;Islam, Khan, & Bukhari, 2016;Joo & Park, 2010), to the best of our knowledge no previous research has been developed that seeks to understand the relationship of this kind of cultural orientation with the employees' affective well-being.…”

How Leader-Member Exchange Affects Knowledge Sharing Behavior: Understanding the Effects of Commitment and Employee Characteristics

“…Our findings reveal that an employee's emotional bond with the organization (i.e., AC to the organization) fully mediates the positive relationship between LMX and KSB, which offers a credible description of the above "black box." While it has been suggested that high-quality LMX could elevate AC (Islam et al, 2013) and that employees' emotional bonds with the organization could be an important antecedent in predicting KSB levels (Jeung et al, 2017), the current study introduces AC as a pivotal psychological mechanism (i.e., mediator) linking LMX to KSB.…”

The Role of Transformational Leadership and Organizational Culture Towards Organizational Commitment Through Job Satisfaction Among Mining Industry Employees

“…It can be said that organizational culture positively influences organizational commitment. Islam et al (2013), also concluded that when employees in an organization are faced with a culture where they can learn continuously and be supported by their superiors, they show more commitment to their organization. Acar (2012) and Gokce et al (2014), found that organizational culture has a positive relationship with organizational commitment.…”